1 Perspectives de politique économique N 21 MAY 2012 Understand, measure & promote service innovation in Luxembourg
2 Understand, measure & promote service innovation in Luxembourg
3 The Perspectives de Politique Économique series includes reports, studies, research results or summaries of conferences commanded by or carried out by employees of the Ministry of Economy and Foreign Trade or by experts of associated institutions. The opinions expressed in these publications are those of the authors and do not necessarily correspond with those of the Ministry of Economy and Foreign Trade. For any request or suggestion, please contact the Observatoire de la Compétitivité of the Ministry of Economy and Foreign Trade of the Grand Duchy of Luxembourg. Ministry of the Economy and Foreign Trade Observatoire de la Compétitivité 19-21, Boulevard Royal L-2449 Luxembourg Phone (+352) Fax (+352) May 2012 ISBN This publication can be downloaded from Ministry of the Economy and Foreign Trade, Luxembourg, 2012
4 Understand, measure & promote service innovation in Luxembourg Report on the seminar Understand, measure & promote service innovation in Luxembourg October 5th, 2011 Author: Sylvain Cottong, strategybuilders.eu
5 1 Introduction The seminar Understand, measure & promote service innovation in Luxembourg took place on October 5 th 2011, at the Public Research Center Henry Tudor in Luxembourg following an initiative of Dr. Serge Allegrezza, director of National Institute for Statistics and Economic Studies (STATEC), director of the Directorate General on Competiveness of the Ministry of Economics & Foreign Trade and director of the Observatory on Competiveness. It was organized under the patronage of the Minister of Economics & Foreign Trade, Jeannot Krecké, with support of the National Agency for the Promotion of Innovation and Research, Luxinnovation, the Observatory on Competiveness, and the National Institute for Statistics and Economic Studies (STATEC). The aim of the seminar was to investigate the particularity of service innovation (vs. product innovation for ex.). A deep understanding of service innovation is crucial for the Luxembourg economy as it heavily relies on services in terms of GDP. The seminar brought together academics and experts & public policy makers in service innovation on the one hand, and service professionals and managers on the other hand. The following points have been discussed: How to define innovation / in services? What are the specificities of innovation / in services? What roles for government: incentives and assessments? What role for research and the actors of the national system of innovation?
6 2 The present report summarizes the presentations of the different speakers as well the concluding discussions. It further develops some ideas concerning the reality & the policies of service innovation in Luxembourg, based on the current situation and the insights gained from the seminar and other sources. The outlook is organized around 4 main questions : What are the right measurements & indicators of innovation and especially service innovation, from a macroeconomic and from a microeconomic point of view? Should there be specific public aid schemes for service innovation and what should be the criteria used for selecting projects? What can be done to further promote service innovation? What are the lessons learned specifically for Luxembourg?
7 3 Contents Introduction... 1 Contents... 3 Part 1: Summary of the seminar s presentations 7 Introduction by Mr. Jeannot Krecké, Minister of Economic Affairs and Foreign Trade INNOVATION & PERFORMANCE GAP IN SERVICES: Presentation by Professor Faridah Djellal from the university of Lille General observations Concerns & myths Service specificities Hope The nature of service innovation Product innovation (technological) Process innovation (technological) Organizational innovations Marketing innovations The definition of R&D is not adapted to services The determinants of innovation in services ( megatrends ) The processes and modes of organizations of innovation Public policy in Service innovation Some concluding thoughts & recommendations: LESSONS LEARNED FROM INNOVATION SURVEYS IN THE SERVICE INDUSTRY: Presentation by Professor Pierre Mohnen from the school of Business and Economics of Maastricht University Innovation indicators Comparing innovation in services and innovation in manufacturing 19
8 4 3. INNOVATION IN SERVICE SYSTEMS: COMPLEX IT ENABLED SERVICE SYSTEMS IN THE CONTEXT OF NETWORKED ENTERPRISES: Professor Dr. Eric Dubois, visiting professor at the universities of Namur and Luxembourg and head of Service Science & Innovation department at the CRP Henry Tudor Introduction What is a service system? The service system life cyle Conclusion SERVICE INNOVATION PROGRAM SERVE AT THE FINNISH TECHNOLOGY AND INNOVATION FOUNDATION: Presentation by Heli Paavola, D.Sc. (Econ) coordinator of Serve and Innovation Foundation and manager at Ramboll Management Consulting Serve s strategic objectives Serve s actions Dimensions of service innovation Funding alone is not enough How service innovation projects are evaluated at Tekes The more specific model & criteria applied to Service Innovation project by Tekes The criteria in the form of questions asked to project owners CONTRIBUTORS TO THE GROWTH OF THE UK S KNOWLEDGE INTENSIVE SERVICE INDUSTRY & OUTLINE OF A POSSIBLE EU STRATEGY: Presentation by Allan Mayo, UK s Department for Business Services Policy Unit & actively engaged also in European Policy Networks Some macroeconomic evidence on services in the UK Difference between Europe & the US Areas of transformative services UK Policy priorities for service innovation 33 6 FUNDING OPPORTUNITIES AT THE NATIONAL RESEARCH FUND (Luxembourg) IN SERVICE INNOVATION RESEARCH PROJECTS: Presentation by Mrs. Andreea Monnat, Phd in Computer Science and Program Manager at FNR (Fonds National de Recherche Luxembourg) Objectives of the FNR CORE program... 34
9 5 6.2 Innovation in services in particular The 4 subdomains in more detail Eligibility criteria for applicants Selection criteria for projects Benefits, motivations & challenges in Private-Public-Partnerships 37 7 PUBLIC AID SCHEMES FOR LUXEMBOURGISH COMPANIES BY THE MINISTRY OF ECONOMICS AND FOREIGN TRADE: Presentation by Mr. Marc Ferring, currently in charge of the National financing and aid to startups at Luxinnovation, the national agency for innovation, research promotion in Luxembourg Aid schemes applicable in service innovation in more detail SERVICE INNOVATION STATISTICS & PRODUCTIVITY IN SERVICES: Presentation by Dr. Serge Allegrezza, initiator of the seminar & director of the National Institute for Statistics and Economic Studies (STATEC), director of the Directorate General on Competiveness of the Ministry of Economics & Foreign Trade and director of the Observatory on Competiveness Presentation of 3 cases studies in service innovation by Luxembourg based companies Lindlab SA: The evolution of the software enabled sales process support over more than 20 years JILBEE: The evolution of the e-learning content generation process for customer s of JILBEE s e-learning online platform Mobey: Building a mobile payment system with an innovative business model Part 2: Conclusions & lessons for service innovation in Luxembourg What is innovation? Complexity of innovation Characteristics of services Service-dominant logic Megatrends in service innovation Measuring innovation in services Innovation policies and selection criteria Confronting the criteria... 64
10 6 Professor Djellal: Professor Mohnen (example of the type of questions asked in a Canadian study in the construction sector): Professor Dubois outlined 4 innovation criteria in service innovation: 64 Criteria used by Tekes in Finland: Alan Mayo on the UK Policy priorities for service innovation: 67 Criteria at FNR for service innovation funding 68 Luxinnovation/Ministry of Economics Preliminary conclusions How to promote service innovation? What can be the lessons learned for Luxembourg? 78 Conclusions... 84
11 7 Part 1: Summary of the seminar s presentations
12 8 Introduction by Mr. Jeannot Krecké, Minister of Economic Affairs and Foreign Trade In his opening talk, Minister Krecké pointed to some global facts about the service industry and about innovation, in relation to Luxembourg: We witness a breathtaking speed of technological development especially in the field of digital transformation and ICT. More & more services, including social services are driven by ICT In the light of the financial turmoil of recent years, still going on, we have to ask ourselves where the economic system will head us to. Do we need a tax on financial transactions? The BRICS countries, as well as other developing countries in the Middle East for example, are multiplying their R&D and innovation efforts and expenditures, whereas years ago they were still underdeveloped countries. Thus, the world wide landscape in innovation & R&D has completely changed, and these countries can surpass our western economies in these areas soon. In Luxembourg, 76% of GDP comes from services, and they count for 2/3 of our national economic growth. Financial services are very important for the Luxembourg economy. Financial intermediation services present an enormous potential for innovation. But innovation in services must also include after sales service in the manufacturing industry for example, and also other types of business services as well as non-technological innovation in marketing & organization. Research that leads to service innovation not only concerns technology, but also for ex. gaining better customer insight to better understand their needs (ethnographic research & social sciences) As far as the Luxembourg State aid for research, development and innovation is concerned (based on the law of 5 June 2009 relating to the promotion of research, development and innovation) there has been an increase of 145 % in 2010 of demands submitted by companies. A total of 76 demands have been submitted in 2010, but only 2 of them concerned
13 9 service innovation. More efforts have to be done to incite service innovation projects in Luxembourg, with regard to the importance of the service sector for the Luxembourg economy. In the Luxembourg context, there is a link between service innovation and intellectual property rights (and the specific law in this area). More generally, public policy makers and economists face the problem of accurately measuring innovation. Progress has to be done here, as you can t manage what you can t measure.
14 10 1. INNOVATION & PERFORMANCE GAP IN SERVICES: Presentation by Professor Faridah Djellal from the university of Lille Professor Djellal leads research programs on innovation & performance in services, on service geography and on employment in services within the Centre Lillois d Etudes Economiques et Sociologiques Professor Djellal s presentation dealt with the innovation & performance gap in contemporary service economies, which presents considerable challenges for public policies. The research she conducted on the innovation-performance relationship outlines a double gap in relation to innovation & performance: The innovation gap concerns the difference between the real nature of innovation in a specific economy and what the traditional economic indicators for innovation (R&D activities, patents) capture. The performance gap measures the difference between actual performance and performance measured by traditional economics tools, mainly productivity & growth. The gaps correspond to hidden performance that are invisible to these tools. Both of these gaps are at the origin of certain paradoxes, which must lead to us to question the validity of some public policies in innovation support schemes. 1.1 General observations Today s economies are innovation & knowledge economies But also service economies However, innovation in services is often unrecognized and underestimated The traditional hypothesis: Innovation is a manufacturing business However, innovation in services does exist and is quantitatively important and strategically fundamental but invisible to the traditional indicators of innovation (R&D and patents) All major economies are tertiary economies for some decades already (from agricultural economies to manufacturing economies to the current service economies)
15 Concerns & myths There is a lot of suspicion formulated towards services in theoretical literature: Book titles: Manufacturing matters Too few producers Expressions: Cost disease Pathological services Peripheral services Dominated, subordinates services Third sector (sounds like Third world) Solow paradox Quotes from influent policy makers: Nicolas Sarkozy: «We need a strong French manufacturing industry ( ). France cannot be only an economy of banks, insurances and services». (France Info, 16 April 2004). Dominique Strauss-Kahn: «Our efforts must be focused primarily on production and particularly on industrial production, on the creation of real jobs, jobs that are directly productive...». (Le Monde, 1998). 6 myths concerning services: Myth 1: Services are unproductive Myth 2: Services are not capital-intensive Myth 3: Productivity in services is low Myth 4: The service society is a servant society ( bad job society) Myth 5: Services are not very tradable Myth 6: Services are not very innovative Professor Djellal then outlined some evidence that disproves these myths. 1.3 Service specificities Services characteristics: Intangibility Interactivity
16 12 Non stockability Heterogeneity Service specificities Product is a fuzzy process Service is interactive Absence of property rights Service sector is heterogeneous Analytical consequences on innovation : nature and organisation - Difficulty to distinguish between product, process and organisation innovation - Enumerating innovations is difficult - Difficulty to assess innovation economic effects - Difficulty to assess the degree of novelty - Easy imitation - Intangible product or process innovation - Formalisation innovation - Importance of certain forms of innovation (tailormade, ad hoc) - Not compatible with a linear concept of innovation - Consistent with an interactive model of innovation - Client participation to the innovation process - Price fixing problems - Appropriation regimes problems - Appropriation regimes problems - Product (innovation) forms are variable - Double accounting problems in KIBS 1.4 Hope Some more recent research puts a different light on services, trying to capture today s microeconomic reality more accurately: Convergence: Industrialization vs. servitization Everything is service: Goods are only a means of masking service provision Rise of service around the product : Servitze your product Manufacturing firms have turned into service firms (IBM, Benetton) From selling goods to hiring goods (Rank Xerox photocopiers) From manufacturing goods to remanufacturing or refurbishing goods (Caterpillar) From goods manufacturers to solutions, functions, experience providers 1.5 The nature of service innovation There are 4 different approaches of innovation in services: Assimilation: innovation in goods = innovation in services = introduction of technical systems
17 13 Differentiation: focus on specificities Inversion: active role of KIBS in other sectors innovations Integration: similar analysis for both manufacturing and services from which the integrative approach seems to be closest to the current reality. The current classification of innovation activities used by most of public policy makers for comparability purposes is defined in the OCDE Oslo manual (2005) : Product innovation (technological) Introduction of a good or a service that is new or significantly improved with respect to its characteristics or intended uses. Process innovation (technological) Implementation of a new or significantly improved production or delivery method Organizational innovations New or significantly improved knowledge management systems to better use or exchange information, knowledge and skills within your enterprise A major change to the organization of work within your enterprise, such as changes in the management structure or integrating different departments or activities New or significant changes in your relations with other firms or public institutions, such as through alliances, partnerships, outsourcing or subcontracting Marketing innovations Significant changes to the design or packaging of a good or service (Excluding routine/seasonal changes such as clothing fashions) New or significantly changed sales or distribution methods, such as internet sales, franchising, direct sales or distribution licenses
18 14 The OSLO manual is a good step into the right direction, but some progress is still needed do deal a.o. with the following: Non-technological product innovation (for ex a new insurance contract or a new financial product, a new field of expertise in consultancy) Non-technological process innovation (methodologies, protocols) Ad hoc and tailor-made innovation Social innovation Innovation in public services Innovation in complex packages (business models): new formulas or new concepts (for ex in trade and hostelry). Today, all sectors of the economy innovate by introducing new services and the % of firms introducing non-technological innovation (organizational & marketing) keeps on growing. The definition of R&D is not adapted to services Frascati Manual: technicist and scientist bias. R&D in services is composite: mixing Science & Technology, Humanities & Social Sciences, organizational engineering, etc. Humanities & Social Sciences not sufficiently taken into account; organizational engineering not considered at all. 1.6 The determinants of innovation in services ( megatrends ) Industrialization of services Customization Technology IT-literacy Globalization Demography (and particularly ageing) Deregulation
19 The processes and modes of organizations of innovation 2 different approaches: Applying the traditional industrial & linear planning and execution model to services Applying open innovation models (rapidly gaining importance) Chain linked or interactive model (Kline and Rosenberg) Several non-programmed or emergent models o Bricolage innovation model o Practice-based model o Ad hoc innovation o Rapid application Public-Private Innovation Networks (PPINs) Consultant-aided innovation model Consumer/user/demand-driven innovation Illustration: Sources of information used by innovative firms in the service sector, , as a % of total innovative firms Services Within enterprise From other enterprises within From suppliers From clients From competitors From universities From government Conferences, journals Fair, exhibitions Services
20 16 Note: Iceland and Sweden are excluded due to limitations on the quality of the data. Source: OECD, based on data from Eurostat, CIS3 Survey, Public policy in Service innovation Current public policies tend be still dominated by a manufacturing and a Science & Technology bias by focusing on public research and industrial sectors, in particular high technology. promoting technological innovation (based on scientific and technical R&D and patents appropriation). favoring scientific and technological training. 1.9 Some concluding thoughts & recommendations: In services 3 types of innovation policies can be implemented: Specific policy for services (Demarcation) Generalization of industrial policies to services (Assimilation) New policies grasping both (Integration). There is a need for alternative innovation public policies (Demarcation or Integration) : Promote invisible innovations Emphasize on innovation and R&D policies specific to services, ie, favor non-technological innovation and R&D Support services innovations within manufacturing and agriculture Support specific skills needed for non-technological innovation All services are concerned, but an emphasis could be put on: KIBS, Proximity services & public services.
21 17 2. LESSONS LEARNED FROM INNOVATION SURVEYS IN THE SERVICE INDUSTRY: Presentation by Professor Pierre Mohnen from the school of Business and Economics of Maastricht University Professor Mohnen s research focuses on applied econometrics in the areas of production, productivity, innovation, innovation policy and development. His presentation outlined lessons learned from innovation surveys in the service industry. The question addressed was Should we treat the service industry providers differently from the manufacturing industry? To this purpose, some econometric studies dedicated to the service industry have been analyzed concerning the determinants of innovation, their obstacles and their complementarity, innovation modes and their complementarity, the use of intellectual property rights as well as the impact of innovation on productivity. Professor Mohnen started by outlining that with market and non-market services counted together, the service sector represents 85,2 of GDP in Luxembourg. 2.1 Innovation indicators R&D and innovation expenses are considered as inputs whereas patents, publications, trademarks, new products, new processes, organizational innovation and marketing innovation are considered as the measure of output. The definition of R&D adopted stems from the Frascati manual: Research and development comprises creative work undertaken on a systematic basis in order to increase the stock of knowledge, including knowledge of man, culture and society, and the use of knowledge to devise new applications. This definition for example excludes sales promotion & market research activities. The costs of innovation come from R&D, acquisition of disembodied technologies, embodied technologies and other preparations for production.
22 18 Trademarks are an important signal for non-technology based innovation like marketing innovation and process innovation. The Oslo manual delivers the definition of innovation output: A product innovation is the introduction of a good or service that is new or significantly improved with respect to its characteristics or intended uses. This includes significant improvements in technical specifications, components and materials, incorporated software, user friendliness or other functional characteristics. A process innovation is the implementation of a new or significantly improved production or delivery method. This includes significant changes in techniques, equipment and/or software. A marketing innovation is the implementation of a new marketing method involving significant changes in product design or packaging, product placement, product promotion or pricing. An organisational innovation is the implementation of a new organisational method in the firm s business practices, workplace organisation or external relations. Professor Mohnen then presented several survey results concerning The share of services in business R&D Patent activity by sector Service related trademarks Innovation intensity per sectors He then drew the following first conclusions from these figures: The conventional innovation indicators can be applied to services Services account for a large and rising share of innovation Some service sectors are more innovative than manufacturing sectors There are additive effects between different innovation modes (process innovation & marketing innovation for ex.)
23 Comparing innovation in services and innovation in manufacturing What are the determinants of innovation? What are the effects of innovation on productivity? Are there complementarities in innovation modes? Different surveys have been presented to try to find answers to these questions. Professor Mohnen outlined the econometric methods that were used in these surveys. In summary, the results are: R&D (as defined in the Frascati manuel) has only an effect on product innovation in manufacturing and no effect in service innovation (Thus, R&D, as defined by the Frascati manual, is not an indicator for service innovation) ICT is an important enabler for innovation, both in the service and in the manufacturing sector, whereas broadband connectivity tends to have a higher effect on service innovation than on manufacturing innovation. Productivity: Organizational innovation has the strongest effect on productivity. Product and process innovation only lead to productivity gains when combined with organizational innovation. Innovation has a higher effect on the service industry s productivity than the manufacturing sector s productivity. These results show the importance of taking into account non-technological innovation. Product & process innovation are complementary Process & organizational innovation are also complementary Product and organizational innovation are substitutes These results are consistent for manufacturing and for services Prof. Mohnen continued presenting the results of a survey on determinants of innovation in Croation SMEs, as survey that he was co-authoring: Comparison of service and manufacturing sector. The model was based on 5 innovation decisions: R&D, new products, new processes, organizational innovation & marketing innovation.
24 20 The conclusions here are: There are differences between the manufacturing and the service sector in innovation determinants There are some similarities in the complementarities of innovation modes Prof. Mohnen also concluded that there is no need for a different type of surveys for service industries, unless they focus on a specific industries and sectors. He finished his presentation by presenting a questionnaire from a Canadian survey in the construction industry. Type of questions asked: Business environment and success factors Strategies within business (business practices ass well as commercial strategies) Human resources within business Technology within business (advanced technologies used) This survey put much more focus on the soft factors that are supposed to largely influence innovation but that are not well represented in the Oslo Manual on innovation definition and the Frascati definition on R&D. This also raised the questions of how to capture the value chains of companies that operate in different industries and on the minimum size a company must have to be able to measure innovation.
25 21 3. INNOVATION IN SERVICE SYSTEMS: COMPLEX IT ENABLED SERVICE SYSTEMS IN THE CONTEXT OF NETWORKED ENTERPRISES: Professor Dr. Eric Dubois, visiting professor at the universities of Namur and Luxembourg and head of Service Science & Innovation department at the CRP Henry Tudor Professor Dubois presentation investigated innovation in service systems & complex IT enabled services developed in the context of networked enterprises, with specific focus on service system engineering and service system design, as these activities offer a high potential level of innovation in terms of customer centricity and organizational agility. 3.1 Introduction Service systems are specific types of services, IT enabled and presenting more complexity The complexity of Service Systems offers distinct opportunities for innovation, at the product/service level and at organisational level Adequate instruments and measures have to be designed and used for managing and controlling these innovations 3.2 What is a service system? A service (vs a product) is characterised by a.o: intangibility, co-production/interactivity, simultaneity, heterogeneity, perishability, transferability, cultural specificity and information-intensity. One of the properties is customer centricity, made up by service quality and service experience. A service system is a a configuration of people, processes, technology and shared information connected through a value proposition
26 22 a dynamic co-creation of value trough the participation in the exchanges with customers and external/internal service systems An example of a service eco-system are intelligent transport service systems, characterized by the value proposition, technology, information & knowledge, people & skills, processes and partnerships. Due to the complexity of massively technology based service systems, customer centricity (usability) of these services presents a real challenge. 3.3 The service system life cyle Service Design and Service engineering are the new determinants of innovative services whereas service value, service marketing and service operation are the traditionally known elements of service systems.
27 23 The service system lifecycle should work as a loop, capturing feedback from users in service operation to readjust service value and service design, to continuously improve the service experience (living labs, open innovation). Prof. Dubois then outlined 4 innovation criterions in service systems: Innovation criterion #1: Identify the qualities and measures, which demonstrate the uniqueness of the proposed service system (service quality & service experience) Innovation criterion #2: What are the mechanisms envisaged for a continuous sustainable customer centric service evolution (open innovation, co-creation, living labs) Innovation criterion #3: Demonstrate the alignment of resources (people, processes, information, technologies and partnerships) with the service qualities and associated measures. Enterprise architectures (the IT infrastructure supporting and reflecting a service business model) are crucial for effective service systems. Innovation criterion #4: Governance of innovation through enterprise architecture based portfolio and project management. 3.4 Conclusion Development of TISP, a template based on a questionnaire for describing a service system innovation idea:
State Aid for Research, Development and Innovation for the Benefit of Luxembourg s Economy Law of 5 June 2009 relating to the promotion of research, development and innovation CONTENTS Editorials 03 The
The Community Innovation Survey 2010 (CIS 2010) THE HARMONISED SURVEY QUESTIONNAIRE The Community Innovation Survey 2010 FINAL VERSION July 9, 2010 This survey collects information on your enterprise s
Innovation Metrics: Measurement to Insight White Paper Prepared for: National Innovation Initiative 21 st Century Innovation Working Group Chair, Nicholas M. Donofrio IBM Corporation Prepared by: Egils
Sustainable Industries: creating opportunities through service innovation Dr Jari Kuusisto Smart Innovation Festival 2008 Brisbane May 2008 Dr Jari Kuusisto Outline of the presentation Introduction Economic
Edna dos Santos-Duisenberg (firstname.lastname@example.org) Chief, Creative Economy Programme Euro-African Campus for Cultural Cooperation, Maputo, June 2009 1 Context and Objective First UN multi-agency report
ELEFTHO : Supporting Business Incubators & technology parks. Region of Central Macedonia Task Page 1 of 14 Contents Description of policy... 3 Name of the policy... 3 Responsible body... 3 Implementation
POLITECNICO DI MILANO GRADUATE SCHOOL OF BUSINESS INTERNATIONAL MASTER IN INDUSTRIAL Management Courses Description A joint program with POLITECNICO DI MILANO SCHOOL OF MANAGEMENT First semester (Universidad
Republic of Serbia Ministry of Science and Environmental Protection Serbia and Montenegro Tentative Action Plan Draft 1 Belgrade, September 2005 Tentative Action Plan - Draft 1 Section 1 and 2 Information
The ICT Sector and Knowledge-Based Economies in the ESCWA Region: Investing in Innovation Ayman El-Sherbiny Knowledge society/economy Early definition For countries in the vanguard of the world economy,
Self-assessment Questionnaire on Business Innovation Management This questionnaire consists of different tables, each of which relates to various aspects of business innovation management. These tables
AFR PHD AND POSTDOC GRANTS INVESTIGATing future challenges FNR - Objectives, Strategy, Policy Since the year 1999, the National Research Fund (Fonds National de la Recherche, FNR) has fostered the creation
EUROPEAN COMMISSION ENTERPRISE AND INDUSTRY DIRECTORATE-GENERAL Service Industries Key Enabling Technologies and Digital Economy Introduction STRATEGIC POLICY FORUM ON DIGITAL ENTREPRENEURSHIP Fuelling
rotterdam school of management erasmus university executive education Prof. Eric van Heck Exploiting big data requires fundamental rethinking of how we do business. business was usual LEADERSHIP CHALLENGES
Leadership for Change Flying Squad Program Review and New Approach to Organizational Development September 19, 2013 Bringing the arts to life Contents I. What is the purpose of this Context Document?...
Programmes H2020 Recherche et Innovation Energie et Environnement Présentation de la KIC Raw Materials Frédéric Villiéras Université de Lorraine H2020 Energie et Environnement - Paris 8 avril 2015 - F.
SUMMARY DOCTORAL THESIS:,,RESEARCH ON THE DEVELOPMENT OF SIMULATED ENTERPRISE IN THE FIELD OF AGRIFOOD. CASE STUDY Doctoral student Engineer RADU (COSTEA-MARCU) DUMITRA, 2011 USAMV-Bucharest; Scientific
Trade and Development Board Investment, Enterprise and Development Commission Multi-year expert meeting on enterprise development policies and capacity-building in science, technology and innovation Geneva,
Fundamental rights & anti-discrimination THE COSTS AND BENEFITS OF DIVERSITY European Commission Emplo 2 THE COSTS AND BENEFITS OF DIVERSITY A Study on Methods and Indicators to Measure the Cost-Effectiveness
TCS as a Digital Transformation Partner for European Customers December 2014 By Nicole Dufft, Independent Vice President - Digital Enterprise, PAC Germany TCS as a Digital Transformation Partner 2 1. INTRODUCTION
Selected Thesis Topics for BScBA students Bachelor s Thesis 2015-2016 Please use this list of the fields of International Business for thesis work and potential thesis topics when choosing and informing
EXECUTIVE MASTER IN CORPORATE COMMUNICATION Increasing corporate value in today s complex digital world through reputation management and communication with stakeholders. COURSE DESCRIPTION At a Glance
OECD Innovation Policy Platform /policyplatform Regional innovation strategies Regional innovation strategies are systematic, goal-oriented exercises carried out by regional partnerships with the aim to
ISBN 978-92-64-05620-6 Innovation in Firms: A Microeconomic Perspective OECD 2009 Introduction How do we measure innovation? As the importance of innovation as a driver of economic and social change grows,
EFFECTS+ Clustering of Trust and Security Research Projects, Identifying Results, Impact and Future Research Roadmap Topics Frances CLEARY 1, Keith HOWKER 2, Fabio MASSACCI 3, Nick WAINWRIGHT 4, Nick PAPANIKOLAOU
Doctor of Philosophy in Economics (English Program) Curriculum 2006 1. Program Title Doctor of Philosophy Program in Economics (English Program) 2. Degree Title Doctor of Philosophy (Economics) Ph.D. (Economics)
Bulgarian Innovation Policy: Options for the Next Decade The political changes in the EU the entry into force of the Treaty of Lisbon, the new composition of EU institutions, as well as the development
Industrial Policy Strategy - Case Study Slovenia TAIEX Seminar on Industrial Policy Belgrade, February 4, 2011 Mag. Mateja Mešl Diploma in Sociology, Masters in Regional and Urban Planning Mag.Mateja Mešl
Final U Map Overview of indicators and data-elements, by dimension 31 March 2011 Page 1 of 27 teaching and learning profile Degree level focus The number of degrees awarded in the reference year, by level
Full Time Master of Science in program Core concepts and disciplinary foundations of the courses Specialization Courses during the adaptation phase (Pre-Master) Deep Dive Business Strategy Managerial Economics
Lahti University of Applied Sciences Master s Degree Programme in Social and Health Care Development and Management Study Guide 2014-2015 Sisällysluettelo Social and Health Care Development and Management...
Kari Sipilä Small and Medium-Sized Enterprises D.Sc. (Techn.) h.c. and Intellectual Property Executive Director Brasov, Romania Foundation for Finnish Inventions May 14-15, 2002 Espoo, Finland INNOVATION
Master in Economics R The of Key success factors A position of excellence through the production of original intellectual work that creates a difference in teaching and expertise, recognized for and by
Finland must take a leap towards new innovations Innovation Policy Guidelines up to 2015 Summary Finland must take a leap towards new innovations Innovation Policy Guidelines up to 2015 Summary 3 Foreword
MID-TERM RAPIDE POLICY RECOMMENDATIONS SUMMARY RAPIDE s fast track status provides a clear channel for policy recommendations developing through the project to be heard by the Commission. The Commission
Study Program Handbook International Business Administration Bachelor of Arts Jacobs University Undergraduate Handbook IBA - Matriculation Fall 2015 Page: ii Contents 1 The International Business Administration
INVENTORY OF GOOD PRACTICES ON OPEN INNOVATION Aalto Design Factory Helsinki, Finland Table of contents 1. Good Practice Profile... 3 2. Good Practice General Description... 7 3. Good Practice Analysis...
Gold Sponsor of the study: Incident Response Management How European Enterprises are Planning to Prepare for a Cyber Security Breach Y R A M SUM IVE T U C E PAC 2015 X E Telefonica company profile About
www.pwc.com Monitoring and assessment tools 24 April 2014 Agenda Section Page 1 The PACA Region in a nutshell 1 2 The Regional Innovation Observatory : the origins 4 The Regional Innovation Observatory
Witty City Smart city programme 5/2013 Virpi Mikkonen Expertise and networks for innovations Tekes Finnish Funding Agency for Technology and Innovation The main public funding and expert organisation for
See what cloud can do for you. Uncomplicating cloud business Table of contents Introduction 3 Why cloud is relevant for your business? 4 What is changing? 4 Why organizations are moving to cloud 5 What
Digital Entrepreneurship Monitor EC, Dana Eleftheriadou EY, Alessandro Cenderello Brussels, 26 September 2014 Digital Entrepreneurship Monitor Agenda 1. Overview of national policy initiatives and business
Danish research and development within information and communication technology, ICT R&D Statistics Carter Bloch and Ebbe Krogh Graversen The Danish Center for Studies in Research and Research Policy University
Financial education Improving financial skills for prosperity Financial education: key to facing financial instability and decreasing risk Àn investment in knowledge always pays the best interest. Benjamin
Utilities Sector Solution Overview Channel Management in Utilities Better Results Market Influences and Challenges The utilties industry has faced dramatic change and numerous challenges in recent years
SOUTH EAST EUROPE TRANSNATIONAL CO-OPERATION PROGRAMME 3 rd Call for Proposals Terms of reference Policy Learning Mechanisms in Support of Cluster Development March 2011 1. Background Networking activities
Design as a Driver for Future Icelandic Design Policy 2014 2018 2 This document sets forth the Icelandic Government s Design Policy, which is based on recommendations from a steering group appointed by
Selected Thesis Topics for BScBA students Bachelor s Thesis 2014-2015 Please use this list of the fields of International Business for thesis work and potential thesis topics when choosing and informing
EUA Response to the EC Communication: Science and technology, the key to Europe s future Guidelines for future European Union policy to support research. I. The policy context 1. The 7 th Framework Programme
MANAGEMENT COURSES Student Learning Outcomes 1 MGT 202: Business Professions 1. Describe and use the elements of effective decision making research, assessment and consequence. 2. Apply elements of effective
ICC 105 19 Rev. 1 16 October 2012 Original: English E International Coffee Council 109 th Session 24 28 September 2012 London, United Kingdom Strategic action plan for the International Coffee Organization
DISTANCE LEARNING PROGRAMME COURSE SYLLABUS UNIVERSITY CERTIFICATE IN RURAL DEVELOPMENT BY DISTANCE LEARNING 1 (30 credits usually over 1 year or less) UNIVERSITY DIPLOMA IN RURAL DEVELOPMENT BY DISTANCE
THE CULTURE OF INNOVATION AND THE BUILDING OF KNOWLEDGE SOCIETIES - Issue Paper - UNESCO, Bureau of Strategic Planning September 2003 1 I. The past and present scope of innovation During the last two decades,
THE LATVIAN PRESIDENCY UNLOCKING EUROPEAN DIGITAL POTENTIAL FOR FASTER AND WIDER INNOVATION THROUGH OPEN AND DATA-INTENSIVE RESEARCH IT-LV-LU TRIO PROGRAMME Overcome the economic and financial crisis Deliver
Council of the European Union Brussels, 29 May 2015 (OR. en) 9360/15 OUTCOME OF PROCEEDINGS From: To: Council Delegations RECH 183 TELECOM 134 COMPET 288 IND 92 No. prev. doc.: 8970/15 RECH 141 TELECOM
Michele Genovese DG Research and Innovation Specific International Cooperation Activities 1 2 1. Innovation in a changing, challenging world New Priorities 3 Recent changes in the global economic system
Cloud 28+ Cloud of Clouds- Made in Europe, secured locally The HP vision of Cloud in EU Building the future of Europe today 2.5M new jobs 160B a year, or +1pp GDP 2020 The opportunities with cloud computing
Novel Model to Foster Technology Base Entrepreneurship through the Doctorate Spinoff Program Nancy Aceves, Oscar Martínez, Andrea Siller, Adriana Torres ITESM Instituto Tecnológico de Estudios Superiores
Industrial Strategy: government and industry in partnership UK Government Information Economy Strategy A Call for Views and Evidence February 2013 Contents Overview of Industrial Strategy... 3 How to respond...
H2020-LEIT-ICT WP2016-17 Big Data PPP H2020-LEIT-ICT-2016 ICT 14 Big Data PPP: cross-sectorial and cross-lingual data integration and experimentation (IA) - Budget 27 M ICT 15 Big Data PPP: large scale
Principles for financing, monitoring and evaluating KIC activities The EIT a results-oriented and impact driven Institute The European Institute of Innovation and Technology (EIT), as part of Horizon 2020:
The Hashemite Kingdom of Jordan Declaration of the Union for the Mediterranean ministerial meeting on industrial cooperation The Ministers for Industry met in Brussels on 19 February 2014. This meeting
The Umbrella Concept Results of the SME and Start-up Survey 2012 Prof. Dr. R.-Dieter Reineke Andrew Mpeqa, MSc, MA Michael Sitte, MSc, MA Institut für Unternehmensführung Olten, November 2012 Agenda THE
Innovation Benchmarking Survey: New Findings on University Industry Relations and a UK Cambridge Policy Perspective Andy Cosh and Alan Hughes Centre for Business Research Judge Business School University
ISA Master s Degrees in International Relations & Political Science Degree Title Master of Arts in Public Policy University University of Reading University Overview Ranked in the top 1% of universities
ENTERPRISE DEVELOPMENT STRATEGY Small- and Medium-Sized Enterprises I. Introduction I.1 Current Challenge: Most countries in the region are undergoing reforms that are opening their economies to greater
Stéphane Le Foll Minister of Agriculture, Agrifood and Forestry. Organic farming : key advantages to be encouraged «Organic farming and its products represent a dynamic and buoyant sector of the economy,
Global Leadership Conference 2014 Andrea Vogel EMEIA Market Leader, Strategic Growth Markets The EY G20 Entrepreneurship Barometer 2013 The power of three Together, governments, entrepreneurs and corporations
Grant agreement no.: 2012-2948/001-001 Emerging Modes of Cooperation between Private Enterprises and Universities National Report of Bulgaria (draft version) This project has been funded with support from
Measuring Intangible Investment The Treatment of the Components of Intangible Investment in the UN Model Survey of Computer Services by OECD Secretariat OECD 1998 ORGANISATION FOR ECONOMIC CO-OPERATION
Jyväskylä Cyber Security Ecosystem Adjunct Professor, Dr. (Military Sciences), Col (ret.) Martti Lehto 30.9.2015 High Level Cyber Security Comment 4.2.2014 President Sauli Niinistö highlighted cyber security.
Invest in People! Project co-financed by European Social Fund through the Sectoral Operational Programme Human Resource Development 2007 2013 Priority Axis: 1. Education and training in support for growth
In reality both approaches have their place and need to be balanced in identifying the impacts achieved by public policy initiatives and learning how to improve them. This theme will surface again in the
Accenture Advanced Enterprise Performance Management Solution for SAP Helping oil and gas companies exploit today s insight and fuel tomorrow s high performance In the recent Accenture High Performance
Council of the European Union Brussels, 19 May 2015 (OR. en) 8970/15 NOTE RECH 141 TELECOM 119 COMPET 228 IND 80 From: Permanent Representatives Committee (Part 1) To: Council No. prev. doc.: 8583/15 RECH
Cultural and creative industries: policy and COSME Programme Carlo Corazza Head of Unit Tourism, Emerging and Creative Industries DG Internal Market, Industry, Entrepreneurship and SMEs Cultural and creative
Change Management Course outline Change Management refers to the coaching process of organizational changes at a human level. Companies are facing intensive changes in order to remain competitive and sustainable,
Page 1 White Paper, May 2014 Dr Marian Carcary SME Innovation & Differentiation as a Business Strategic Priority Leveraging the SME IT-Capability Maturity Framework Abstract In a globalized business landscape
GE Global Innovation Barometer 2013 Results Focus Turkey 1 Copyright 2012 Daniel J Edelman Inc. GE global innovation barometer methodology Now in its third edition and spanning across 25 countries, the
QUALOBSTER SUSTAINABILITY & TRANSFERABILITY PLAN Qualobster Quality Assurance in Learning Organisation in the Banking and Financial Sector in Europe LU/07/LLP-LdV/TOI/156005 Sustainability & Transferability
Turku School of Economics: Strategy for 2010 2015 Appendix A TURKU SCHOOL OF ECONOMICS STRATEGY FOR 2010 2015 1 The strategic position of the Turku School of Economics... 1 1.1 Operating environment...
EUA Aarhus Declaration 2011 Investing Today in Talent for Tomorrow European Commission President José Manuel Barroso told conference participants that universities have a key role to play in helping Europe